5 DYSFUNCTIONS OF A TEAM
Like it or not, all teams are potentially dysfunctional.
Fortunately the causes of dysfunction are both identifiable and curable.
The 60 second questionnaire at the bottom of this page addresses several components of functional and dysfunctional teams. Complete the 15 questions so that we can put together your analysis.
Once completed, you will receive a score from 1-9 for each of the five dysfunctions. A score between 9-8 indicates no problem, 7-6 indicates a possible problem, and 3-5 indicates a serious problem.
After reviewing your self-assessment, we recommend clicking the link in our email and having your colleagues do a self-assessment too. Every team member has a different perspective, so it's important to get everyone's input.
The fear of being vulnerable with team members prevents the building of trust within the team. Members of teams with an absence of trust conceal weaknesses and mistakes from one another, hesitate to ask for help or provide constructive feedback, and fail to recognise and tap into one another's strengths and weaknesses.
The desire to preserve artificial harmony stifles the occurence of productive, ideological conflict. Teams that fear conflict coneal weaknesses and mistakes from one another, create an environment where back channel politics and personal attacks thrive, and ignore controversial topics that are critical to team success.
The lack of clarity and/or the fear of being wrong prevents team members from making decisions in a timely definitive way. A team that fails to commit creates ambiguity among the team about direction and priorities, revisits similar discussions again and again, and breeds lack of confidence and fear of failure.
The need to avoid personal discomfort prevents team members from holding one another accountable for their behaviours. A team that avoids accoutnability creates resentment among team members who have different standards of performance, misses deadlines and key deliverables, and encourages mediocrity.
The desire for individual credit erodes the focus on collective results. A team that is not focused on results stagnates and fails to grow, rarely defeats competitors, and encourages team members to focus on their own careers and individual goals over the team goals.